Published on January 7, 2014
Full Span Team Coaching: Collaborative Learning for Performance Enhancement and Culture Change Jill Malleck, PCC & Meg Salter, MBA Certified Integral Master Coaches
Case Study: Leadership Team Executive team leading a gov’t agency in a visible and stressful field “We want to be a team that trusts each other enough to share joint ownership for the organization’s decisions and actions.”
Comments: 6 months later • More collaborative language • I am able to manage my reactions • I don’t get caught in the middle anymore • More ease and comfort • Fuller discussions • Everyone heard • Best meeting ever
Key Messages: Take-away 1. Culture and performance change requires individuals AND groups to change. 2. A team is the best vehicle for change sustainability. 3. Metaphors powerfully enact behavioural change. 4. Practices make perfect.
Describing Culture Artifacts Espoused Beliefs and Values Underlying Assumptions
Teams are the place of sustainable change in our complex workplaces If one attempts to change an attitude or behaviour of an individual, without attempting to change the same attitude or behaviour in the group to which they belong, then the individual will be a deviate and will either come under pressure from the group to get back into line or will be rejected entirely. Thus, the major leverage point for change is at the group level; for example, by modifying a group norm or standards.” Warner Burke, Organization Developm
What does it take to change performance or culture? Individual Mindsets •Self expectations; sense of what I am here to do •Assumptions, values, norms •Beliefs •Standards Shared Mindset within group •Norms, conventions (covert and overt) •Professional roles • How power is expressed • Relationships and boundaries Tangible outputs of group •Working Conditions • Procedures and processes •Results that reinforce value of change •Leaders and others actions, behaviours Integration outside of group •Mutual understanding (common language) •Boundary permeability (tight/loose, attending, interacting, exchanging) •Distribution of Rewards, Power, Status •Relational dynamics (civility)
Integral Theory: Concurrent Multiple Perspectives “I” “He, She” 4 quadrants “We” “It” Based on Integral Theory as originally articulated by Ken Wilber
Full Span Team Coaching applies the 4 Quadrants AWARENESS Is there meaning and purpose for each? Collective Behaviour Team Dynamics & Culture COLLECTIVE Are the interactions healthy ? Collective interiors ACTIONS Does work get done that meets criteria? Social Context CONTEXT Is the impact on stakeholders positive? 34
What is Full Span Team Coaching? A team personally identifies with the transformation they wish for themselves and their organization… and then through shared practices and debriefs… Learn new skills and competencies both as individuals and as a group to enact the desired change.
Four Main Elements to Full Span Team Coaching Program 1. A Topic and Goals 2. Metaphors – CURRENT WAY OF FUNCTIONING (CWOF) – NEW WAY OF FUNCTIONING (NWOF) 3. Practices: Collectively assigned, independently done 4. Regular Coaching Meetings
Metaphors are like mind pictures – “It’s like this” • make our experiences coherent • allow everyone to “colour in the lines” of the picture • safely examine negatives • can become self-fulfilling prophecies
Metaphors from Case Study • Current Way of Functioning “The Polite Security Detachment Team • New Way of Functioning “the Winning Yacht Racing Crew” 13
How is team coaching distinct from team building? Sound evidence base drawn from human development on how people grow and change, as applied to all 4 quadrants Grounded in the here and now; looks realistically at today while focused on a better tomorrow Coaching stance is to “look AS” to get a feel for the team, moving beyond “look AT” diagnosing what is broken The change happens in the workplace; requires each member of the team to commit to change and to try new behaviours over a period of time Distinguishes between awareness of what to do (cognitive) and ability to actually do (embodiment) through practices Acknowledges that new skills and competencies feel unnatural until they are embodied; draws on patience for the sustainable long view of the learning journey 14
Full Span Team Coaching Process Map Entry Coach learns about your “world” and current challenges; sets success measures with Sponsor; orients Team Coaching Program While honouring the Current State, team agrees to a better Future State. Coach offers ways to move forward. Choice of Topic Assessment Leader and team decide on where coaching can help; each person identifies their own piece of team topic Coach engages team in dialogue to find about “what its really like around here.” Group Competency Growing Tracking Progress 3-6 months Team observes Current State and then begins practices to develop toward Future State. Learning is both personal and shared. Individual Coaching Topic is chosen based on relationship to team. www.ephiphanyatwork.com Team checks their application of new competencies. Coach evaluates against success measures.
Contact Information Jill Malleck Epiphany at Work firstname.lastname@example.org , www.epiphanyatwork.com 519-894-1198 Meg Salter MegaSpace Consulting email@example.com . www.megsalter.com 647-291-8149
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